Impact of Agile in Software Development Organizations

Impact of Agile in (software) organizations

Asunción, 2 de octubre de 2014

Alvaro Ruiz de Mendarozqueta

Impact of Agile in (software) organizations

LIDICALSO Laboratorio de Investigación y Desarrollo en Ingeniería y Calidad de Software

LIDICALSO http://www.institucional.frc.utn.edu.ar/sistemas/lidicalso/

Departamento de Ing. en Sistemas de Información UTN FRC

Álvaro Ruiz de Mendarozqueta

aruiz@sistemas.frc.utn.edu.ar

aruizdemendarozqueta@fundacionsadosky.org.ar

skype: alvaro.rdm

http://www.slideshare.net/AlvaroRuizdeMendaroz

History

5 Analytical Engine

1837

6

Eniac 1946

19000 electronic valves

7

Don Manuel Sadosky

Manuel Sadosky

UBA

Clementina 1961

4,5 M USD UBA

Software Everywhere

Other technologies powered by

Software

BMW

2006

Autonomous

2014

Bionic leg

Bionic hand

Exoskeleton

Drone

Mini drone

Robots

Medical robot

Microchip for taking pictures inside veins

In Argentina

Google Glass

SARA

SAC-D Aquarius

AR-Sat 1

Capitán Beto

High speed

Mendieta UNC

CIAA

Energy

Radar

Precision agriculture

They don’t work without software

Size?

Pulqui II No software 1950

Airbus 100 M LOC 10.000 A4 paper block

Software as an added value component

Software

Tech A

Tech B Tech C

Earnings 68%

BOM Cost 31%

Manufacturing cost 1%

Iphone 5 16 GB

649 USD

8 USD !

CHAOS Report 2009 Standish Group

Success?

Agile Paradigm for software

development

Based

on plan

Fixed Requierements

Estimated Resources Calendar

Tradicional approach

Based

on

value

Features

Resources Calendar

Estimated

Agile approach

Fixed

Based on plan

Fixed Requierements Resources Calendar

Estimated Features Resources Calendar

Baded on

value

Traditional Agile

Manifesto for Agile Software

Development

http://agilemanifesto.org/

A B C

Individuals and interactions

over processes and tools

Manifesto

Value more

Working software

over comprehensive documentation

Manifesto

Value more

Customer collaboration over contract negotiation

Manifesto

Value more

Responding to change

over following a plan

Manifesto

Value more

Our highest priority is to satisfy the customer

through early and continuous

delivery of valuable software.

principle #1

Agile Manifesto

http://agilemanifesto.org/

Welcome changing requirements, even late in

development.

Agile processes harness change for the customer's competitive

advantage http://agilemanifesto.org/

Agile Manifesto

principle #2

Deliver working software frequently, from a

couple of weeks to a couple of months, with a

preference to the shorter timescale.

http://agilemanifesto.org/

Agile Manifesto

principle #3

Agile in a nutshell

Traditional

Agile

Predictive Adaptative

Concept

Product

Calendar

c1

p1

c2

p2 pn

cn

Calendar

Requierements Design Construction Test

Product

Feature

Design Code

Test

Product

time

Feature

Design Code

Test

Product

Feature

Design Code

Test

Product

Scrum

Work in short cycles

Management doesn’t interrupt the team

Team reports to the client, not the manager

Team estimates how much time work will take

The team decides how much work it can do in an iteration

scrum

The team decides how to do the work in the iteration

The team measures its own performance

Define work goals before each cycle starts

Define work goals through user stories

Systematically remove impediments

scrum

Agile looks like

69

Branch schema

73

74

SPI using CMMI

Start

Establish goals and assess improvement needs

Assess the company using

CMMI model Plan the improvements

What should we do

Establish CMMI level

Start in level 2 and follow a recipe

What happens

Focus

Focus

1 2

3

Implementation order

Take several months

Written processes rather than improvements

Lack of tools

Rigid model interpretation

Using recipes without context and team analysis

Too detailed processes

SPI perception

Agile?

Challenges +

New roles Product Owner Scrum Master Developers Specialist (also developers)

[PMBOK]

Quality Testing Quality

el enfoque predictivo limita

ciclos de aprendizaje

capacidad de adaptación

generación de valor

Functions and flat structures

Annual initiatives clashes

Scrum as a management tool

JIT training per work cycle

Automation

Real improvements per work cycle

Culture

HR

Managers

Traditional

Customer Analyst Designer Programmer Tester

Communication in Waterfall

Customer

Team member

Team member

Team member

Team member Communication in

Agile

Gap

Be agile

¡Gracias!

http://www.slideshare.net/AlvaroRuizdeMendaroz